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Thinking About People, Process, and Product: A Principle that Works at Work All projects involve the three P's: people, process, and product. People includes everyone who influences the project. Process is the steps taken to produce and maintain software. Product is the final outcome of the project. To keep these three in harmony, you must observe who is trying to do what to deliver what. Usually, two of the three P's are mandated, and the third one is chosen appropriately. Although this is common sense, it is not common practice. Dwayne Phillips discusses the issues and challenges that affect us all on every project. Learn about the ideas and questions to consider to help you work through these issues.
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Dwayne Phillips, U.S. Department of Defense
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A Force for Change-Using Resistance Positively When we try to improve our organizations, we inevitably encounter resistance. This presentation describes how to turn resistance into a resource. Whatever else it may be, resistance is information about the people we are asking to change; about the environment in which the change will happen; about the changes we recommend; and ultimately, about ourselves. Learn ways to tap into that information to turn resistance into a resource for creating lasting improvement.
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Dale Emery, Sun Microsystems
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Launching a Web Development Team Based on a real-life case study, learn how one Fortune 500 manufacturing company-with four development groups in two locations-created a flexible and cost-efficient Web development solution to meet the needs of an expanding business. Explore the development problems-and solutions-encountered on a project of this scope, including issues with geographically dispersed development.
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Thomas Vlasic, John Deere Co.
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Organization: The Forgotten Dimension Explore the software project manager's actual, perceived, and desired position in an organization. Learn how the differences in these three views-coupled with the understanding of roles, responsibility, authority, and accountability-may be more important to a manager's success than the method used to manage the project. Discover techniques that leverage "difficult" organizational structures and cultures to enable the free flow of information that is critical to process improvement and project performance.
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Mark Servello, Change Bridge, Inc.
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Put Your Power to Work! Power is the ability to create value. If you want to create more value in your organization, you must learn to tap the abundant resources of power. The four most abundant power sources are 1) your own inner resources; 2) the physical world; 3) interacting with another person; and 4) working in teams to achieve a shared purpose. Winner of Best Presentation at SM 2001, Dale Emery returns to help you learn to harness your own power resources-for your benefit and the benefit of others.
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Dale Emery, Sun Microsystems
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Gaps, Traps, and Overlaps: Communication Flaws and How to Fix Them In some organizations, communication flaws are rampant and muddled messages are the norm. Success in software efforts is often hindered by communication that is incomprehensible, ambiguous, misdirected, ill-timed--or lacking when it is most needed. The result? Rocky relationships, topsy-turvy teamwork, precarious projects, and crazed customers. The situation is not hopeless, though. In fact, making changes is surprisingly easy. In a presentation that is both serious and light-hearted, Naomi Karten shares ideas, experiences, and advice to help you detect, correct, and prevent some of the most common communication snafus.
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Naomi Karten, Karten Associates
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The Story Software Defects Tell about Project Management We often evaluate and design software processes and activities as if putting them on lists and schedules will automatically make them happen. Yet software development also includes complex human interactions that must be planned and managed in order to gain best results, or to even survive. Drawing upon over one hundred candid engineers' comments from twenty root-cause analysis brainstorming sessions of frequently occurring defects, Bob Grady reveals fascinating insights into project management backgrounds, methods, training, and weaknesses. Into these insights, he weaves the use of personality preferences with project management methods to help you avoid common pitfalls in ways that engineers themselves prefer.
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Robert Grady, Hewlett-Packard Co., Retired
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System Architectures-An International Viewpoint The software engineering industry has invented a wide variety of architectures and technologies for building applications, yet all of these architectures have some common features and issues. One such common issue is internationalization. No matter how you build your application, it will more than likely be viewed and used by people from different cultures, nationalities, and backgrounds. This presentation gives you a lighthearted tour of the common application architectures. Examine how some of these architectures make internationalization and globalization easier, harder, or just plain peculiar. If you have always wondered what an n-tier architecture is or how it plays internationally, thie session is for you!
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Benson Margulies, Basis Technology
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Managing Virtual Teams Learn how to manage virtual teams such as those in dot-com companies, large corporations, and start-ups that may not be located in the same building, same town, or even the same continent. Explore the tips and techniques for getting the job done when you cannot necessarily meet face to face. Discover the danger signals that indicate your project is in trouble-and learn ways to get back on track when your project derails.
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Linda McInnis, Noble Associates, Inc.
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Successful Projects-10 Keys to a Proper Beginning One of the primary keys to project success is orchestrating a proper beginning. In order to do this effectively, you must define the project mission, vision, and reason for being; get a handle on requirements; take the time to load the team properly; do the prerequisite work in gaining focus and clarity; and decide on the development methods and strategies. In this presentation, learn the five keys to forming your team and the five keys to successfully starting a project.
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Robert Galen, Network Appliance, Inc.
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